PMP Preparation Course

Project/ Program/ Portfolio Management and Project Process

Groups

Project , Program, Portfolio and Operational management

• Portfolio = Organizational / departmental• Program = Business Area and/ or related

Projects• Project = Unique Initiative

• Operational = Day to Day Execution

Portfolio Management

• “ Large Focus” – Organizational / Department• Could be several Programs + projects• Typically has a long term focus• Focused on achieving specific objectives

(Business Plan/ Org Objectives)• Typically has approval authority (start/

acceptance of projects/ programs)

Portfolio

Project Program

Project

Project

Other related Work

Program Program

Program Management

• Related Project with a common theme• May have a business unit focus• Medium term focus – often disbands when

results are achieved• Co-ordinates resources and dependencies

across projects• Should be done only when the program

approach adds value

Program

Project Project Project Other related work

Project Management

• Temporary• Unique requirements• Beginning and End• Resources

Comparative DiscussionProject Program Portfolio

Scope Well defined More Volatile Strategic

Change Fully Managed Tradeoffs Monitor

Planning Fully Planned Program Plan Strategic

Management Dedicated PM Vision Leader Cross-Funct.

Success Time/ $/ S/ Q Overall Needs Bus. Plan

Monitoring Work Package Projects Bus. Performance

PMO – Project Management Office

• Centralized and standardized the management of Projects– Supportive ( provide Policies, Methodologies,

templates and lessons learned)– Controlling (Provide support and guidance, train

others in project management and ensure compliance to organizational practices)

– Directive ( provide PMs to different projects, responsible for the result and have high level of control)

Description Type of PMO

1 Manages all projects throughout the organization Directive

2 Provides support and guidance, requires all projects within the organization to use designed project management software and templates, but doesn’t otherwise exert control over the project

Controlling

3 Coordinate all projects within the organization Controlling or Directive

4 Recommends common terminology, templates, and reporting and other procedures to be used on projects throughout the organization to promote consistency and streamline effort

supportive

5 Appoints project Manager Directive

6 Prioritizes projects Controlling or Directive

7 Has the highest level of control over projects Directive

Organizational Structure

• Projects Cannot Be Run in Isolation• Projects must operate in a broad

organizational environment• PM need to understand:– Organizational Environmental Factors– Organizational Structure

Organizational Environmental Factors

• Culture (Risk Taking, Risk Averse)• Government Regulations• Geographic Distribution• Infrastructure• Human Resource• Market Condition• Political Climate ( Make Decission)

Organizational Structure

• Functional• Matrix• Project

Functional Orgnization

Chief

Funct. Manager 1

Staff

Staff

Staff

Funct. Manager 2

Staff

Staff

staff

Funct. Manager 3

Staff

Staff

staff

Funct. Manager 4

Staff

Staff

staff

Matrix Organization – Weak Matrix

Chief

Funct. Manager 1

Staff

Staff

Staff

Funct. Manager 2

Staff

Staff

staff

Funct. Manager 3

Staff

Staff

staff

Funct. Manager 4

Staff

Staff

staff

Balanced Matrix

Chief

Funct. Manager 1

Staff

Staff

Staff

PM

Funct. Manager 2

Staff

Staff

staff

Funct. Manager 3

Staff

Staff

staff

Funct. Manager 4

Staff

Staff

staff

Strong Matrix OrganizationChief

Project Management (PMO)

PM

PM

PM

Funct. Manager 1

Staff

Staff

Staff

Funct. Manager 2

Staff

Staff

staff

Funct. Manager 3

Staff

Staff

staff

Funct. Manager 4

Staff

Staff

staff

Project OrgnizationChief

FM

Staff

Staff

staff

PM

Proj.

Proj.

Bus

PM

Proj.

Bus.

Proj.

PM

Proj.

Bus.

Proj.

PM

Proj.

Bus.

Proj.

Organizational Influences

Org. Structure Advantages - Disadvantages

Organizational Process Assets

• Processes, Procedures, and Policies ( Why reinvent the wheel)

• Corporate Knowledge Base ( Historical Records)

• Historical Information (record of past projects)• Lessons Learned (What Type of information

should be included in)

Lessons Learned role

Process Groups

• A process is a series of actions directed toward a particular result

• Project management can be viewed as a number of interlinked processes

• The project management process groups include:– Initiating processes– Planning processes– Executing processes– Monitoring and controlling processes– Closing processes

Level of Activity and Overlap of Process Groups Over Time

Actions During Which Process Group this is done

1 Use the project scope statement to gain approval of the final scope from stakeholder before further planning is done

Planning

2 Determine high-level requirements, constraints, assumptions, and risks

Initiating

3 Measure against the performance measurement baseline. Monitoring and controlling

4 Implement approved changes, including corrective actions, preventive actions, and defect repair.

Executing

5 Reanalyze existing risks Monitoring and controlling

6 Use the high-level planning and estimating data to determine whether the product can be achieved within the given constraints

Initiating

7 Verify and document that the project, or project phase, meets completion or exit criteria set in place during project planning

Closing

8 Hold team building activities Executing

Actions During Which Process Group this is done

9 Evaluate the effectiveness of risk responses in a risk audit Monitoring and controlling

10 Determine how you will plan the planning, executing, and controlling efforts for stakeholders, requirements, scope, schedule , cost , quality , process improvement, human resources, communications, risk, procurement, changes, and configuration, and put that information into the beginnings of management plan

Planning

11 Obtain formal (legal) sign-off and final acceptance of the product of the project from the customer

Closing

12 Increase the effectiveness of processes Executing

13 Recalculate how much the project will cost and how long it will take, and create forecasts.

Monitoring and controlling

14 Plan what will be communicated on the project, to whom, by whom, when, and how

Planning

15 Spend time trying to improve quality Executing

16 Make sure the business case and the analysis supporting the need for the project are documented and understood.

Initiating

Actions During Which Process Group this is done

17 Evaluate how effectively the team members function as a team Executing

18 Determine how you will improve the processes in use on the project

Planning

19 Determine measurable project and product objective Initiating

20 Manage the time and cost reserve Monitoring and controlling

21 Focus on looking for exceptions to the approves project management plan in team members’ performance, rather than checking up on every person’s work or babysitting

Executing

22 Develop the final project management plan, project documents, and performance measurement baseline by performing schedule network analysis, looking for options, and confirming that project objectives can be met

Planning

23 Gather final lessons learned Closing

24 Keep everyone focused on completing the project to the project charter and project management plan

Executing

25 Calculate estimate to complete Monitoring and controlling

Actions During Which Process Group this is done

26 Understand how the project supports the organization’s strategic objectives.

Initiating

27 Implement approved process improvements Executing

28 Identify stakeholders and determine their influences, expectations and impact.

Initiating

29 Determine variances. Monitoring and controlling

30 Add new skills acquired to team members’ human resource records

Closing

31 Meet with managers to gain resource commitments. Planning

32 Use and interpret earned value calculations Monitoring and controlling

33 Ensure the product scope is as final as practical ( this will most likely be documented in the project statement of work)

Initiating

34 Create and distribute a final report of project (or phase) performance

Closing

Actions During Which Process Group this is done

35 Exercise judgment to determine what variances are important and they warrant recommending a change or corrective action.

Monitoring and controlling

36 Finalize the “execute” and “control” aspects of all management plans.

Planning

37 Index and archive project records. Closing

38 Keep managers apprised of when their resources will be needed on the project.

Executing

39 Evaluate customer satisfaction regarding the project and the deliverables.

Closing

40 Determine who will be in the project team to help with project planning.

Planning

41 Create recommendations for the performing organization that increase its effectiveness

Executing

42 Perform procurement inspections. Monitoring and controlling

43 Turn high-level stakeholders needs, wants, and expectation into requirements.

Initiating

Actions During Which Process Group this is done

44 Look for new arising risks. Monitoring and controlling

45 Determine what processes should be followed on the project to reduce the need to supervise work and to improve quality and make use of standards.

Planning

46 Obtain formal acceptance of interim deliverables from the customer

Monitoring and controlling

47 Identify the need for preplanning Monitoring and controlling

48 Determine what specifically will constitute project success Initiating

49 Assess individual team member performance. Executing

50 Make or obtain a decision in integrated change control about whether changes should be approved or rejected.

Monitoring and controlling

51 Perform quality assurance to ensure the defined practices and procedures are being followed and are still appropriate for the project.

Executing

52 Evaluate the effectiveness of implemented corrective actions Monitoring and controlling

Actions During Which Process Group this is done

53 Manage stakeholders engagement and expectations, increase project support, and prevent possible problems

Executing

54 Plan ways to measure project performance, the measurement to be used, when they will be taken, and how they will be interpreted.

Planning

55 Keep the project’s business case in focus while managing the project, especially when problems occur.

Executing

56 Determine the process that will be used to request, approve, and manage changes on the project

Planning

57 Obtain seller responses to procurement documents Executing